The Capital Regional District (CRD) plays an essential role in helping its citizens and businesses enjoy and contribute to a vibrant, livable and sustainable region. This means providing the right level of services at the right cost for a diverse and growing region.
The CRD follows a four-year service and financial planning process to ensure the effective and efficient delivery of services. On an annual and ongoing basis, the CRD monitors, reviews and adjusts its plans to stay relevant and respond to changes in the region and within the organization. Read more >>
2019 Preliminary Financial Plan
The preliminary Financial Plan for 2019 incorporates the delivery of work and execution of priorities and initiatives that were identified in the fourth year of a planning cycle and as part of the strategic and corporate plans for the CRD.
Various external forces influence the budget including inflation, interest rate changes and utility costs such as electricity, natural gas, and fuel. Impacts on CRD activity include the need for new capital investment, infrastructure maintenance and upgrades, and a continued focus on maintaining service levels while advancing Board priorities.
The preliminary 2019 CRD Financial Plan is subject to change prior to final approval by the Board in March. Comments are correlated and provided to the Board as part of the budget approval process.
The CRD budget consists of individual service budgets, some of which are recommended directly through standing committees of the CRD Board, and others which are recommended by sub-regional or local service commissions with various degrees of delegated authority. The consolidated budget consists of the CRD’s operating and capital expenditures as well as Capital Regional Hospital District and Capital Region Housing Corporation expenditures.
Operating costs pay for the daily business of the CRD. This portion of the budget pays for labour costs, supplies, programs, services and repayment of debt for major projects. Revenue from sale of services make up nearly half of the CRD’s operating revenue, while requisition makes up approximately 26%. The balance is funded from a variety of other sources including grants.
Capital investments are included in an annual plan to sustain and enhance infrastructure in the region. This includes acquisition of buildings, facilities, construction of trails, and upgrades to capital assets, such as water treatment plants and sewers. The Core Area Wastewater Treatment Project accounts for approximately 78% of capital expenditures as construction activities continue.
Service Activity & Investment
The Core Area Wastewater Treatment Project will see significant construction activities in 2019 with all components under construction. This includes the new treatment plant at McLoughlin Point in Esquimalt, the Residuals Treatment Facility at the Hartland Landfill, and upgrades to the conveyance system. The project will benefit from considerable contributions totaling more than $450 million from the federal and provincial governments. The CRD continues to support the implementation of core area wastewater treatment by increasing the requisition to $30 million ($5 million increase) for participating municipalities. This follows a 2013 Board decision to budget for incremental increases to reduce overall interest expense, reduce ongoing annual debt servicing costs and provide sufficient funding for capital and operating costs.
- Renewing and improving drinking water and wastewater infrastructure for the region’s urban centres and local service areas continues in 2019.
- Managing natural areas and ensuring access to parks and trails will remain a priority as the CRD continues development of the E&N Rail Trail, a new cycling and pedestrian trail largely within the E&N rail corridor. The CRD Board has agreed to borrow up to $6.1 million to complete an additional 2.3 km of trail by 2019, which will provide residents and visitors with a 13.8 km continuous route from Westshore communities to Victoria. The CRD also continues to collect $20 per average residential household assessment resulting in $3.7 million annually for park land acquisition.
- Construction of a unified 911 call answer and police dispatch centre is now underway and borrowing costs for construction will be funded from existing revenue streams. When complete, the centre will meet post-disaster standards and accommodate consolidated services that benefit residents across the region while maintaining existing revenue requirements.
- Thanks to a UBCM Strategic Priorities Fund grant, an expansion of SEAPARC in 2019 will add 478 square metres (5,150 square feet) of fitness and multi-purpose space to the leisure complex in Sooke. A concept design has been selected and project construction is expected to start in February 2019 and be complete by December 2019.
- An additional investment of $1.3 million has been allocated for the Southern Gulf Islands Small Craft Harbours Facility and $1.2 million for the South Galiano Fire Hall going to referendum this fall.
- Implementation of the Regional Housing First Program, with planned development of 2,000 units of affordable housing that will be under construction or complete by December 31, 2021.
- The CRHD Financial Plan includes $46.5 million for continued development of health-related infrastructure, including The Summit at Quadra Village, a 320 unit complex residential and dementia care facility. Construction of the facility is currently underway and is expected to be complete in 2019.
- A new major project planned for CRHD in 2019 is the Westshore Health Centre. The total estimated cost for this project is $3.4 million.
- Additional possible projects for CRHD in 2019 include the planned RJH Multidisciplinary Pain Clinic estimated at $3 million, the VGH Pediatric Youth Mental Health Stabilization Unit estimated at $5 million, and the Urban Victoria Health Centre estimated at $3.4 million.
- Service Activity and Investment 2019 (PDF)
Financial indicators have been developed that relate directly to the CRD and the services provided to the communities in which the CRD operates. Although benchmarking these indicators is difficult due to the varying size and scope of services provided by local governments, the indicators provide insight on trends and measures of organizational and financial performance. Ongoing work on asset management will complement work on financial indicators leading to new policy development with respect to debt management, reserve levels, risk management and facility life cycles. It will also enable a better monitoring of expenditures and capital investments in light of the continued service delivery demands.